Fagerhult Group AB

Hi, everyone, and thank you all for joining us today. I'm Niklas Willstrand, Head of Communications here at Fagerhult Group, and it's my pleasure to welcome you to our Q2 2025 results presentation. On the call, we have our President and CEO, Budil Sonnesson, along with our CFO, Michael Wood. Budil will begin with a brief overview of our second quarter results, followed by highlights focusing on the premium business area. Michael will then provide a deeper dive into the group's financial performance. To close, Budil will summarize the key points before we open the floor for your questions. We start with questions from the conference core participants and then take questions from the webcast. To ask a question, press pound key and five and I will present them to Budil and Michael. Please note that today's session is being recorded and will be available on our website later today. With that, I hand over to you, Bodil. Please go ahead.

Thank you very much, Niklas. And welcome to everyone joining us today. So I will start with the Q2 results and we continue. to navigate ongoing market volatility. And we operating results are not satisfactory. And in addition to that, in May, we had in our Whitecroft business in the UK, they experienced an IT incident. And the issue has since been fully resolved and the business returned to full operational capacity in June. So while the incident had a significant financial impact in May, it is now behind us. And we have taken all necessary measures to address the situation and also strengthen our systems in all our other brands to prevent similar events in the future. On a positive note, we continue to improve on our strong gross margin. We benefit from the cost improvements that we've been carrying out over the last six months, and we see a higher order backlog. And sales activities levels remain very high, and we have a very high focus everywhere within the organization to focus on order to increase our order intake. Also very positively during the quarter, we had a high M&A activity. So it was marked by the closing of Trato and then the signing of Kaplan. And both companies bring extensive knowledge and align well with our overall strategy. They also both bring very strong customer relationships. I spoke a little bit more about Capelon in our Q1 call, so I would just briefly highlight on them. And then I'll give you a more detailed overview of Capelon as we go along here. Then in leadership news, Oskar Wahlstein, as we press released, was appointed our new CFO and he started on July 7th. And so to ensure a seamless transition, Michael will remain with us until the end of August. And as you heard before, he's also the one doing the call today. If we then move to the numbers very briefly, order intake for the second quarter came in at 1.905 billion Swedish pounds, showing an organic decline of 6.5%. We saw low activity early in the quarter and business picked up at the end of the quarter. And for the quarter, net sales declined, but gross margin before AECs continued to increase and selling and administration expenses reduced with 7% to 629 million Swedish crowns. And during the second quarter, from a financial perspective, I highlight the 3.9% organic order intake growth in collection, the recovery in operating cash flow, and the reduction in the cost base. And earnings per share before EACs were Swedish crown 0.32. And then if we look at the year-to-date numbers, the organic order intake is flat compared to last year. And since the start of the year, the order backlog has grown with 316 million Swedish crowns, driven in part by the KSP project that we spoke about last time in Saudi Arabia, as well as strong contributions from Iguzini, Fagerholt and Whitecroft. And the group's half-year net sales of 3.788 billion Swedish crown show a 10.7% decrease when adjusting for currency effect of 93 million Swedish crowns. and earnings per share before AACs were Swedish pounds 0.76. And as always, Michael will give you more information when we come to the financial section. And first, as Niklas said, I will give you a flavor. So I'll give you an update on premium, but also some of the other activities that has happened in the quarter. And we decided to this year to go through our four different business areas. And this quarter we've come to premium in order to have you gain a better understanding how the group operates. and premium business area is our most profitable and stable of the four business areas and it's focusing on delivering high quality lighting mainly across the western european markets and it's contributes to 35 percent of the group's revenue and it's defined by very close collaboration with specifiers and partners to deliver tailored and often what we call bespoke lighting solution and bespoke means that they've done specifically for the project And most of the sales come from indoor application and then selected outdoor offerings in the Nordics. And the customer segments are offices, hospitals, education and retail customers. And there are two brands, which are Fagerholt and LTS, and they have both development and a manufacturer located in Sweden, Germany and China. So let's have a brief look at each of the two brands. And as I'm sure you know, Fargold is where we started. And they stay close to their Swedish roots also in the design of their luminaires. And it started 80 years ago with Bertil Svensson. And today Fargold operates in nearly 20 countries and has expanded its very modern factory, which was the one that you saw on the cover page. just watching over the veteran's seat. And this factory has been modernized more than 40 times. And there is a very strong importance of light and a very strong drive for innovation that is continuing to define the Fargo brand. And I think this is evident. You can see some of the pictures of the projects to the right. You have like World of Volvo in Gothenburg. Another notable one is Slussen in Stockholm, or the recently delivered Westlänken that we spoke about in Q1. And Fargold stands out among our brands as a global leader in innovation for very sustainable and energy efficient solutions. And I think this is reflected in how we work with materials, for example, recycled aluminium, wood and paper, and together with the integrated smart lighting to reduce CO2 footprint even more. And you might remember they've launched several products in wood and carbon and also has a very good business model for renovations. If we then look into LTS, a brand that was founded in 1985 in southern Germany. So from its roots, it's grown in to be a trusted name in high quality indoor lighting and mainly for the European market of office, retail and hospitality. And they have a track record of delivering smart and very design driven lighting in Europe. And here you very much have bespoke concept for retail change, which you also can see on the pictures, where it's very important to be flexible and high requirement on prototyping. So that was business area premium. And then we'll go to our two acquisitions. So just you saw maybe the press release that we communicated on the 2nd of July that we have completed the acquisition of 100% of the shares in Trato TLV Group. And that means that the numbers will be integrated into our numbers full of the full part of Q3. and try to provide lighting solutions for retail and healthcare interiors. And it's two segments where they hold a leading position in the French market. And as we said in Q1, they will be part of our business area professional. And we see several growth potential with mutual cooperation within the business area. For example, Trout is very strong in healthcare equipment. As you also can see on the picture here, they do bed heads, for example, which could be a very good addition to Whitecroft solution. And Whitecroft is very strong in healthcare lighting that will be complementary to Trout solutions. And then we moved to Capelon, where you probably also saw that we announced this week the acquisition of Capelon in a press release on Wednesday. And Capelon is a Swedish technology company and a pioneer in connected street lighting and smart city applications. And they have more than 20 years of experience. and the acquisition strengthens the group's position in smart lighting and support our goal that every luminaire we sell by 2030 is ready for smart decisions. So Capelon from a technology perspective brings a scalable and open IoT platform that enables integration with both our own brands and external partners. It's the only solution in the market that combines so-called cabinet controls with smart lighting, outdoor lighting, supporting broader smart application, which is also a very good entry pass for the cities when they start with smart lighting. And they have a strong base of recurring revenue. So they add valuable and future ready dimension to our offering and opens up new opportunities for international expansion. I also wanted to take you through, because I think that is very interesting, as it is in line with our strategy, to give you some of the reasoning why we decided to do this. And I think there are many strategic reasons. As I said, key focus accelerated development of smart lighting, supporting our target and vision of having smart lighting in everything we do. It's also several strong factors which is influencing the outdoor lighting market over the next five years. Because today, currently the most outdoor lighting in the market is still using outdated technology in the so-called high-pressure sodium lamps. And this is the equivalent of the fluorescent lighting that we've been speaking a lot about on the indoor side. And the EU ban for high-pressure sodium is not coming into effect. So it hasn't been as the fluorescent came to effect in 2023. For high-pressure sodium outdoor, it's coming into effect in 2027. And that will bring more cities and municipalities investing into new lead luminaires with smart technology, either to get connected now or to be ready for future connectivity. And the provision for the market in outdoor is that smart lighting is expected to grow in Europe by around 22% in the coming years. And also the reason for the municipalities to go in this direction is that electricity costs for outdoor lighting in cities is more than half of a municipality's electricity costs, which of course is driving the shift towards energy efficient and sustainable lead-based solutions. In addition to that, 2G networks are phased out and many existed connected lighting systems will need to be replaced or upgraded. Okay and with that I thought also give you a little bit of market information because we think the Euroconstruct numbers are very relevant for us and the latest release came as late as end of June. So we'll have a brief look at them what they're saying. So they forecast a gradual recovery where renovation is the key driver. And I think the support behind this is, of course, lower interest rates, stricter climate regulations and targeted incentive for energy efficiency. So the market is moving towards improving what already exists, not building more of the same. And you know, we are very well positioned with our renovation business model in a landscape that prioritizes smart solution, digitalization, and long-term operating efficiencies. So if we zoom in with the next slide to the renovation market, because I think this shows very clearly that every quarter the renovation market gains in traction. And I think we will see this for quite a few years to come. And it is driven by the fact that the buildings and the building industry accounts for 40% of Europe's carbon footprint. So we need to renovate Europe. And you can see, of course, this is fueled by climate targets, the need to modernize existing infrastructure. And from a lighting perspective, the customers are demanding smart, easy and easy to integrate solution into their operational environment. And I think that is very much in line with the technologies that we have. and they will extend life of buildings, lower operational costs and support circular goals. And with that, I will hand over to Michael to give a more detailed outlook on our numbers. Please, Michael.

Okay, thank you, Babadool. It sounds as though there certainly has been a lot of things going on in the last 90 to 100 days. I too welcome everybody to the call. So good morning from me as well, as you've heard from Bodil and Niklas. Whilst many strategic topics continue to make very good progress, we are, as Bodil has already stated, not happy with the operating unsatisfactory results. From an all-time high order intake in Q1 to an organic decline of 6.5% in the second quarter just shows how inconsistent and volatile the markets are. Also, currency headwinds on order intake and net sales have increased with an average of 31 million Swedish crowns per month in the second quarter of the year. A reminder to us all that the second quarter is negatively impacted by 42 million on net sales and 21 million at the operating profit level as a result of the IT incident that Bodil has mentioned. The improved gross profit margins and the reduced cost base are both positive signs of increased future profitability, but at the current activity levels are incapable of supporting a double-digit operating margin. As mentioned, we are disappointed with the 6.5%. The cost-based reduction programmes continue to benefit the result and more of this will be seen in future periods. The costs are 7% lower in the second quarter compared to the comparable quarter. Some of this is, of course, due to FX. At 162 million, the operating cash flow was improved compared to the low first quarter. However, it is the operating profit that creates the gap to the last year's 280 million. Coming to the year to date and being aware of the impact of the IT incident, it shows that the first and second quarters were very similar. Both quarters were tough from an invoicing and net sales perspective, but positively, both quarters delivered improved comparable gross profit margins and reduced comparable cost reductions. There has been and continues to be a very high focus on sales activities to rapidly improve order intake levels, and when the markets begin to return, we expect a sharp improvement in our levels of profitability. The rolling 12-month net sales development clearly shows the impact of the ongoing new build construction industry decline, which was capable of being overcome by the growth we experienced and continue to experience in the renovation segment in the years 2022 to 2023. But the continuing nature of this makes it difficult in the 2024-2025 period. We do look mentioned to the Euro construct statistics coming true towards the end of this year. As Bodum mentioned several times, there remains many opportunities almost everywhere on the market and our order backlog is over 300 million sec higher than at the start of the year. The market and sales volume challenges have a direct and clear impact on the profitability. Despite good gross profit margin development and increasing, pardon me, benefit from cost reduction programs where there is more to come. Drop now into each of the business areas. We first of all take collection, as you are aware. For the first half year, collection has delivered a healthy 6.5% organic order intake growth, and we begin to see an uptick in the level of profitability. The business area has more than 60% of the first part of the King's Salmon Park order to deliver in the coming months, with just less than 40% already delivered. And VF remains engaged in trying to secure the next parts of this large project. A new cost reduction programme was initiated at Lead Linear in the quarter, and the results of this will be seen in Q3 and beyond. The whole programme carries a 10-month payback and the 12 million set cost has already been taken. Coming to premium, in 2023 and the first half of 2024, the net sales levels in premium were at a higher level. For the last four quarters, however, the net sales have been flat at 650 to 670 million Swedish crowns. So we don't see an ongoing trend in a bad way in premium, what we see since Q3 of last year, we see a relatively flat position. Gross margins have improved, cost base has reduced, and the operating margin remains at a very good level, 14%, you can see on the chart. And the 14% for the second quarter compares to 12.4% last year, where in Q2 last year, the sales were 80 million Swedish crowns higher. So the level of profitability in premium is at a very good level. Again, for the Fagult brand, there is quite regionally mixed order intake activity levels, and the high focus remains on spreading the improved order intake across each of the regions they operate in. Going to the third business area, which is professional. As is clearly stated in the report, the professional business area has had a very tough first half year. And this was not at all helped by the IT incident at Whitecroft in the UK. More positively, the year-to-date organic order intake growth is a healthy 4.9%. And the order backlog has increased 92 million in professional, some 31% compared to the earlier periods. Despite the tough half year, the business area is quite well positioned for an improved performance with a healthy backlog, improved gross profit margins, and a lower cost base. Looking at the fourth business area, infrastructure, the significant cost reduction program that VACO carried out towards the end of 2024 continues to make a positive impact, but the weakening order intake delivers a poor result. VACO is the dominant business in the business area. Design planning is running quite well with an improved second quarter performance compared to Q2 2024. And the order intake situation, particularly at VACO and EVILO, but also design plan is the highest priority for all involved. Moving around on to cash flow. On the cash flow side, we continue in a positive way now 13 quarters of generating a positive cash flow. For the first quarter, the cash flow of 26 million was impacted... Sorry. In the first quarter, the cash flow of 26 million was impacted by lower profitability and an increase in working capital. Whereas in the second quarter, the cash flow improved to 162 million as working capital was better controlled. Again, the lower... Comparable number is due to the levels of profitability. The group has a good cash generating process. However, there are continued areas for improvement in the working capital on the balance sheet. Net debt. During the last three to four years, you can see our strategy has been to reduce the net debt. And this has been very successful, with the Q1 debt being the lowest the group has carried for over seven years. During the second quarter, the debt increased as a result of the 248 million dividend distribution. The ratio is impacted by the dividend and the lower earnings, of course. Earnings per share. We repeat the message about not being pleased with the earnings per share level and are working very hard to get this trend going back the other way and at a 32 or a sec for the quarter or the recent trend in recent times. Gross profit margins are having a beneficial impact, so too the lower cost base and increased volumes will benefit further. And with that, I hand back to Bodil for closing and questions and answers.